“Theory X and Theory Y” of Douglas McGregor :McGregor, in his book “The Human side of Enterprise” states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. After viewing the way in which the manager dealt with employees, McGregor concluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behavior towards subordinates according to these assumptions. Under Theory X ,the four assumptions held by managers are:

•Employees inherently do not like work and whenever possible, will attempt to avoid it. •Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals. •Employees avoid responsibilities and do not work fill formal directions are issued. •Most workers place a greater importance on security over all other factors and display little ambition. In contrast to these negative views about the nature of the human beings ,McGregor listed the four positive assumptions that he called Theory Y : •Physical and mental effort at work is as natural as rest or play. •People do exercise self-control and self-direction and if they are committed to those goals. •Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization. •That the way the things are organized, the average human being’s brainpower is only partly used. On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word “authoritarian” suggests such ideas as the “power to enforce obedience” and the “right to command.” In contrast Theory Y organizations can be described as “participative”, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization. However, this theory has been criticized widely for generalization of work and human behavior

ROBERT OWENRobert Owen (1771-1858) ,a british industrialist and reformer was one of the first managers to recognize the importance of organization’s human resources.He was an early industrialist--perhaps best known for his model textile factory and village at New Lanark in Scotland.

Conditions in early factories were extremely harsh, with very hazardous working conditions for all employees. Long working hours (normally at least 13 hours per day, six days a week) were the norm, with children as young as five or six working under the same conditions as adults. Factory owners placed more importance on the care of their expensive machines than on the well-being (or otherwise) of their expendable employees. Owen's strength was that he saw his employees as every bit as important to the success of his enterprise as the machines he owned. By examining working methods and conditions, and seeking to improve these, he is justifiably claimed as a father of personnel management. Though Owen is considered to be paternalistic in his view, his contribution is of a considerable significance in the theories of Motivation. During the early years of the nineteenth century, Owen’s textile mill at New Lanark in Scotland was the scene of some novel ways of treating people. His view was that people were similar to machines. A machine that is looked after properly, cared for and maintained well, performs efficiently, reliably and lastingly, similarly people are likely to be more efficient if they are taken care of. Robert Owen practiced what he preached and introduced such things as employee housing and...

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...Mc Gregor’s TheoryX and Theory Y
Two distinct sets of assumptions that managers in general, have about their employees and which often turn out to be self-fulfilling prophesies.
TheoryX assumptions are that most people dislikes work and will avoid it to the extent possible, therefore they must be continually coerced, controlled, and threatened with punishment to get the work done, and that they have little or no...

..."The Human Side of Enterprise" and the 1960 book of the same name, in which he introduced what came to be called the new humanism.
McGregor argued that the conventional approach to managing was based on three major propositions, which he called TheoryX:
1. Management is responsible for organizing the elements of productive enterprise-money, materials, equipment, and people-in the interests of economic ends.
2. With respect to people, this is a process of...

...Date: 27 April 2012
McGregor’s XY Theory
In 1960, American social psychiatrist, Douglas McGregor wrote a book titled ‘The Human Side Of Enterprise’. It was in this book that McGregor ﬁrst proposed his famous XY theory. McGregor’s XY Theory is a type of motivational management. McGregor’s theory is incredibly simple yet effective. Most of the fundamental elements of the XY Theory rely solely on how the manager views...

...TheoryZ is a management philosophy that stresses employee participation in all aspects of company decision making. It was first described by William Ouchi in his book TheoryZ- How Man American Business Can Meet the Japanese Challenge. TheoryZ incorporates many elements associated with the Japanese approach to management, such as trust and intimacy, but Japanese ideas have been adapted for use in the United...

...INTRODUCTION - THE EVOLUTION OF MANAGEMENT THEORY
During the industrial revolution that took place in Western Europe and North America in the 18th century; various machines were built and the economy which was based on manual labor was replaced by machines. Then factories of large scale in the garment sector, automobile sector etc emerged rapidly and the need to increase organizational efficiency and effectiveness has guided the evolution of management theory till...

...TheoryX and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. TheoryX represents a negative view of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. Theory Y denotes a positive view of human nature and assumes individuals are generally industrious,...

...﻿TheoryX and Theory Y
From Wikipedia, the free encyclopedia
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TheoryX and Theory Y are theories of human motivation, created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s, that have been used in human resource management,...

...TheoryX and Theory Y
In his 1960 book, The Human Side of Enterprise, Douglas McGregor proposed two theories by which to view employee motivation. He avoided descriptive labels and simply called the theoriesTheoryX and Theory Y. Both of these theories begin with the premise that management's role is to assemble the factors of production, including people, for the...